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Is the 4-day work week realistic?

There’s no denying it, the job market is undergoing a revolution. Telework, hybrid work, flexible schedules, reorganization of office spaces – these are not the only signs of this transition. More and more businesses are considering adopting the 4-day work week. Why? Is it realistic?

I had the pleasure of discussing this approach with the participants of the Live Discussion which took place on April 29. Even though the four-day work week is a “trendy” subject, I understood that its application would not always be simple. The question is now to find out, is the reorganization of work time right for your organization?

A worldwide movement?

In this article from Le Devoir, the four-day work week phenomenon is described as a worldwide movement. Once unthinkable, this new trend is taking off. Indeed, numerous experiments to this effect are being conducted or have been conducted in various countries, including Iceland, Spain, Japan, Scotland, and New Zealand. And more and more businesses are taking an interest in the benefits that seem to derive from it.

Nevertheless, various issues can complicate the situation. Equity is one of the major concerns according to the participants in the Live Discussion. Indeed, how can the differences between positions be managed when it is impossible to offer the 4-day work week to everyone? Education about the impacts and benefits then becomes very important and it may become necessary to allow time for the transition.

In addition, the benefits are not perceived or appreciated in the same way by all employees. For example, some will not want to compress their schedule for various reasons, notably parents of young children. A single option is thus rather difficult to apply. Therefore, it may be indicated to offer flexibility based on each individual, when possible. However, that makes management much more complicated.

Different formats

Even though the four-day work week is often spoken about, it is above all a question of reorganization of the time devoted to work. Indeed, there are different ways to accomplish it. And so, various plans are being considered, including:

  • A four-day work week with all the initial hours condensed into four days.
  • A four-day work week with reduced hours; for example, going from 40 to 36 hours, spread out over 4 days.
  • A week of four and a half days.
  • A four-day work week every other week.
  • Fewer hours per day, spread out over 5 days.
  • A summer schedule, occasionally extending longer than before.
  • A reduced schedule for those approaching retirement.
  • Etc.

No matter what plan is implemented, businesses do not systematically lower employee compensation. Indeed, most organizations abroad opt to maintain the initial salary, although that seems to be less the case in Québec. It is a delicate question, of course, but experiments tend to demonstrate that this approach, which seems counterintuitive, would in fact be beneficial.

The advantages

Now that the labour shortage is one of the main issues in the current job market, the four-day week could look like an interesting solution. In particular, it would make it possible to attract and retain talent. According to Forbes, three quarters of people claim that they would change jobs if they were offered a job at four days a week. And this plan could contribute to keeping people who are approaching retirement employed for longer.

When we talk about the four-day work week, many mention the reduced stress and burnout, which would improve mental and physical health. What’s more, work-life balance would be facilitated in certain cases and it would enable a certain equity between men and women.

Another thing to note is that productivity is the same or even better when the four-day work week is adopted. Indeed, the newspaper Les Affaires reported an experiment conducted in France, where the productivity had fallen after the first month following its implementation, but had increased six months later.

Implementation

Obviously, before setting up a four-day work week schedule, it is important to analyze the feasibility and define the purpose of this plan. Some advise creating an advisory committee and starting with a pilot project. Of course, others emphasize that giving this possibility and then withdrawing it could turn out to be risky.

Moreover, once adopted, this approach requires administrators to use the appropriate tools to evaluate the gains or the losses over the medium and long term. Banking on the employees’ results rather than the number of hours worked could be one way to proceed.

In any event, the implementation of the four-day work week requires reviewing work methods and effecting deep change. The idea is to work smarter, not longer. Automating, reducing time spent in meetings, etc. are some of the strategies that could be explored to make efficiency gains.

Of course, when a change in schedule is mentioned, one must also rethink compensation, notably for vacations and for part-time workers. And that could rapidly become a headache.

Whatever the case may be, the reorganization of work time involves change management, not only for employees and managers! It is also necessary to anticipate customers’ reaction.

Even if some believe it is possible to implement the four-day work week for everyone, that is probably not yet the case in all industries.

 

What about you? What do you think of the four-day work week? To discuss this with us, do not hesitate to join us here. You can also follow us on LinkedIn to discover our next Live Discussion topics or visit our Events section. I would be very interested to hear you talk about your experiences and have an opportunity to exchange ideas with you!

Vaccination and Employment Law

Faced with the absence of clear and precise regulations and legislation, most employers are having to deal with a delicate problem: can we ask for proof of vaccination in the workplace or when hiring new staff? By the same token, can we require that employees be vaccinated?

While some employers may ask for it in a roundabout way (employees who have to travel or who have to meet customers in restaurants or other places requiring the vaccination passport), others hesitate to make it mandatory, for lack of case law in the matter.

This hot topic attracted a good number of participants at our Live Discussion which took place on November 26th, with the kind participation of Me Claude Gravel, a specialist in labour law.

A matter of rights

The issue of vaccine proof and the requirement for vaccination is complex and has yet to be decided by the courts. Indeed, even if the Federal Court rejected an injunction against compulsory vaccination for federal employees and the Superior Court of Quebec rejected the request for health workers, no law has been adopted in this area until now. Human rights and freedoms and the right to privacy are often mentioned, on the one hand, while the importance of collective well-being is emphasized, on the other hand.

The impact of an arbitration ruling

However, a new ruling could bring some changes. A few days ago, an arbitral award was made. It stipulates that the request for proof of vaccination is justified in view of the general well-being of Quebec citizens.

While this decision may influence several employers to adopt this type of measure, the consequences of refusing to disclose vaccination status or refusing vaccination are not specified.

In fact, the decision issued by the arbitrator, Me Nadeau, in no way discusses unpaid leave or dismissal in the event of non-compliance with an employer’s vaccination policy. This type of decision is more a matter for the courts.

However, the arbitrator emphasizes that while there is a breach of privacy, it is considered “inconsequential in comparison to the inconveniences—that are both major and recognized by current scientific findings—arising from the presence of an unvaccinated person in the workplace.”

It is also recommended that information related to immunization status not be processed by managers, but rather that this information be reported to a person in charge of the human resources department.

The example of the federal public service

When we see what’s going on in the federal public service, it begs the question of whether this will have an effect on businesses across the country. Indeed, after the announcement that unvaccinated employees or any employee refusing to reveal their vaccination status would be put on unpaid leave, and that they would not be able to benefit from employment insurance during this time, a vaccination rate of 98% was recorded.

According to Gilles Levasseur, professor of management and law at the University of Ottawa, it seems that some may have lied regarding their status, but there would not be many of them. When it comes to these cases, the government messaging is clear: a dismissal is more than likely.

Also, it is estimated that approximately 3,150 civil servants out of 268,000 have requested accommodations for vaccination either for medical or religious reasons. The application of these exceptional measures will not be easy to manage and could open the door to more debate, but for now, these exceptions remain rather rare.

How does this translate, concretely?

First and foremost, it’s important to understand that the vaccination requirement falls under the umbrella of employee work conditions. Thus, those already working for a company would not be legally obliged to submit to the requirement, except in certain specific cases, because it was not part of their employment contract when they were hired. However, when put into practice, the decision not to be vaccinated could have consequences for those who don’t want to comply.

When it comes to the hiring of new employees, the situation is different. Employers can require that recruits be vaccinated and include it in the terms and in a clause of the employment contract.

In the end, the employer can ask employees to provide their proof of vaccination since they have a duty to ensure the health and safety of all employees. This is where scientific findings and collective law come into play, as set out in Me Nadeau’s arbitral award.

Thus, the decision whether or not to require proof of vaccination and compulsory vaccination is closely linked to the employer’s risk management and can be summed up as follows: do you prefer knowing that you did everything in your power to ensure the health and safety of your employees or are you comfortable taking some level of risk?

The Pros and Cons of Hot Desking and Office Hoteling

With the promise of a return to normal (or something resembling normal), many companies are rethinking their organization of work. Several businesses are considering adopting a hybrid work model, also raising questions about space management. Hot desking and office hoteling are options that date further back than COVID-19, but they now seem to be winning over more and more managers. What are the advantages and disadvantages of these two approaches? What are the pro and cons of hot desking and office hoteling?

What’s the difference between hot desking and office hoteling?

Hot desking is a format where employees who come to the office don’t have pre-assigned places. When they get to the office, they set up at any available work area.

Office hoteling is similar to hot desking in that there is no assigned place for each employee. However, a system is set up to reserve workspaces for fixed periods of time.

The Pros of Hot Desking

In many ways, hot desking has an interesting practical side. Maximizing space means reduced costs for businesses, but managers also point to advantages beyond that. Hot desking undoubtedly offers great flexibility for people working under the hybrid model, or consultants, interns and representatives. Different types of workspaces, such as “living rooms,” cafes or meeting rooms may also attract some employees who like to vary their work environment depending on the tasks they have to perform.

Some argue that the interdisciplinarity which inevitably stems from hot desking promotes the social part of work. By decompartmentalizing departments or specialties, there could be an improvement in communication, collaboration and creativity.

The Cons of Hot Desking

However, hot desking can be less appreciated by employees. Many consider that they waste time looking for a desk, getting set up, adjusting a chair and other work tools. Some employees also complain about not having personal space, which can be a demotivating factor. In addition, a few pointed out the difficulties in locating colleagues when needed, finding help and holding impromptu meetings. At the same time, they underline that the training of new employees becomes more difficult. This is all the more true in the case of medium and large companies.

What’s more, some feel they don’t matter enough in the eyes of the company to be given a permanent desk or workspace. Others see hot desking as hypocrisy on the part of employers who are opposed to remote working.

The Pros of Office Hoteling

Office hoteling has the same advantages as hot desking. However, reserving a workspace does take some of the stress out of repeatedly searching for a place to set up. It can also be easier for people to organize surrounding themselves with colleagues and members of their team.

The Cons of Office Hoteling

The disadvantages of office hoteling are similar to most of the disadvantages of hot desking, but with even more complicated logistics.

Other Formats

While popular, hot desking and office hoteling are not the only options. Some prefer to encourage office sharing between colleagues in given time slots. For example, on Monday and Wednesday, one employee uses the space and on Tuesday and Thursday, another employee does. Also, during the Live Discussions that I host, one of the participants explained that his company had instead opted for the opposite approach, by offering larger offices to employees. The aim was to attract people by giving them space where it is pleasant to work and where the social aspect of work is encouraged among colleagues. The idea is some people may be more inclined to abandon remote working in order to enjoy a pleasant work environment and the various resources available for carrying out their tasks.

There isn’t a one-size-fits-all format for every business. Rather, the purpose of this article is to give you food for thought. If you want to share your experiences or learn more from your peers, please join us in the Live Discussions hosted by Josée Parent.

Going back to the office: there is no one-size-fits-all

As returning to the workplace becomes more and more imminent, companies must prepare to welcome employees back within their walls. And while everyone is relieved at the idea of deconfining, resuming activities that use to be natural, comes with its share of questions and challenges. Can we really go back to the way things were? And what if returning to the office actually awakens new opportunities?

How to choose a workplace re-entry policy?

Teleworking is at the heart of all concerns. For those who worked remotely during the pandemic, will this formula be sustainable?

Many scenarios are being considered, depending on the type of business, the type of management, and the nature of the work to be performed. Faced with a full-time return, a hybrid formula, or sustained long term telework, one thing is certain: no one is indifferent to what we’re facing: a potentially official start to forever changed labor conditions.

Some employees are impatient to find their bearings, and the social aspect of the office plays a defining role here.  In addition, certain technical and personal nuisances can motivate workers to want to return to their on-site office.

Meanwhile, others dread returning to their usual place of business. Seduced by increased autonomy and the ability to work more flexible hours, some are considering changing jobs, if they’re no longer allowed to work from remote locations. Among the arguments, better work-life balance is often put at the top of the list.

A hybrid model combining telework and an in-office work presence seems to attract a good number of employees. If for many this option appears interesting, it is still necessary to foresee the rules and regulations framing this model.

Data and strategic thinking

Before establishing a work organization policy, the company should take the opportunity to reflect on lessons learned during the pandemic. By evaluating productivity over the past few months, managers can draw certain conclusions that support decision-making and guide the choice of strategies deployed to organize the work.

Data from various studies can also be thought-provoking. Here are a few:

  • According to a survey conducted by Deloitte Switzerland, 41% of workers say they are more productive when working from home.
  • A two-year study, conducted by Stanford University before the pandemic, showed that, when they had the conditions to do so (dedicated workplace, access to adapted technologies), people working from home were 13% more productive and had 50% less risk of quitting. Nevertheless, the context of the health crisis revealed that some face-to-face meetings were essential.
  • The Bureau of Economic Research observed a 10% increase in working hours during confinement.

Communication is crucial

Managers should ask their employees exactly what they expect. Beyond surveys, that do not necessarily reflect their reality, it is essential to initiate honest conversation where the needs of the company, and those of the employees, will be expressed and addressed.

Whatever formula is chosen, the company should provide all employees with clear, detailed instructions to avoid any misinterpretation of the established policy.

Time is required to adapt

It is important to keep in mind that any transition, desired or not, comes with its fair share of stress. Resuming face-to-face activities is no exception. To this end, several companies are also evaluating the possibility of a gradual return to the workplace.

Reducing trauma trough transition

During the confinement in March 2020, no adaptation period could be granted and consequently, for some, serious stress and anxiety became overwhelming.

While returning to the workplace does not represent the same issues, acting hastily may aggravate various negative or anxiety-provoking reactions.

By clearly articulating the steps you plan for reintegrating the company space, you will ensure a smoother transition. However, keep in mind that flexibility will remain essential.

Prioritize health and a sense of security

Employers should ensure that health recommendations are followed and that employees feel safe in their work environment. Although the risks associated with the coronavirus have decreased, the fact remains that the virus will still circulate, which may worry a large number of employees.

Managers will be called upon to transmit all the necessary information, to foster compliance with health and safety regulations, while also providing the assurance of a safe environment.

An opportunity to be seized

Returning to the workplace is something to celebrate. Despite the challenges, it will be interesting to see the opportunities that arise for companies and employees.

Redefining your business

Deconfining can be an opportunity to have thought-provoking conversations on how work is organized, while providing the chance to review company culture.

It would be relevant to revise how your business encourages employee engagement, while also evaluating the means you have to increase productivity. For example, performance indicators might be adjusted to support a more goal-oriented approach. Then, another beneficial point might be to rethink work-life balance policies, examining the possibility of adding some flexibility to work schedules.

Recruiting farther and wider

With effective teleworking, companies could bypass a labor shortage by opening up to a larger pool of candidates. Remote work could then be a solution to overcoming the challenges of finding the right people.

Further, overhauling recruitment policies could mean instilling a more ethical and inclusive approach.

Remote work: the new norm or a privilege?

The pandemic has forced us to make many changes in our daily lives. Among other things, social distancing measures have required us to transform our homes into workspaces. While for some, this forced transition has been complicated, others see it as an opportunity that can be leveraged. Recent developments suggest that a full return to the office will soon be possible, but what will employers do? Let’s deep dive into the remote work experience.

Remote Work: From Obligation to Adoption

Remote work was introduced as an essential and mandatory measure to fight the pandemic and limit its economic impacts. Faced with this new regulation, conscientious employers worked to ensure the physical health of their team and to facilitate this transition.

Here are some noteworthy and inspiring decisions that were implemented during these times:

  • Sending a work-from-home kit, including a guide on the best practices to adopt for effective remote working, as well as various corporate gifts.
  • Calling upon occupational therapists to visit employees’ homes to ensure a safe work environment. These specialists also make recommendations for workstation furniture and tools that the company is committed to providing to employees.
  • Allocation of an amount ranging from $500 to $3000 given to each person working from home so that they can create and optimize their workspace.
  • Subscription to the Dialogue telemedicine service, which allows employees to consult a doctor online.

Remote Work: Necessity or Privilege

Now that a return to the office is possible in some cases, employers are seeking the best way to get employees back to their normal place of work. Some plan to continue letting employees work several days a week remotely, even after the pandemic is over. This would allow employees, among other things, to reduce the surface area of ​​their offices and thus save significant amounts on the rental of corporate space. Part of these savings could then be reinvested in equipment or programs to ensure the well-being of employees at home.

From a financial perspective, this type of program would greatly benefit both employers and employees. In fact, an employer saves an average of $11,000/year for each person working remotely just half the time. On average, employees save between $2,500/year and $4,000/year when this type of measure is adopted.

For other employers, remote working is a privilege to be granted with caution, and only when necessary.

No matter what the situation, it is clear that companies will need to implement a remote work policy that specifies the behaviour expected from employees and regulates work from home.

Remote Work: Attracting and Retaining Talent

The implementation of remote working, however, has allowed employees to explore a new approach to work that better suits their lifestyle and pace. 81% of them are happy with the current situation and 29% of them even say they would quit their current job if their employers forced them to come back full time to the office.

62% of workers looking for a new job say they will choose an employer that offers work from home over an employer that does not offer this option.

In a context of labour shortage, employers reluctant to integrate teleworking into their policy will have to do so at their own risk.

Remote Work: A Change of Mentality

The main reason employers are reluctant to switch to teleworking is because they fear that employees may not do enough work, which will lead the company to a general decline in productivity.

However, several studies show that office distractions cost US businesses more than $600 billion per year, and that employees working remotely are between 35% and 40% more productive than those working in an office.

It is therefore possible that the reluctance to adopt remote work stems mostly from a certain conception of the employer-employee relationship. The pandemic has forced executives and managers to trust their team more and has incited employees to honour their commitment to their employers. A shift in mindset will therefore be crucial for a smooth transition into this reinvented work environment.

What do you think about remote work? Would you like to see this practice be democratized in a post-pandemic world or are you looking forward to getting back to “normal”?

Share your thoughts in the comments!

Organizing a holiday party in a pandemic

End of year festivities are fast approaching. These are a great opportunity to celebrate with your team and to recognize their efforts in a very special year. But given the current pandemic context, their organization can become a real headache. Although large gatherings in the office or restaurant are not allowed, there are still ways to mark the occasion through a unique experience for your colleagues. Here are some tips and recommendations to make your holiday party memorable despite the pandemic.

Get real animators to host your video conference calls

For many companies, video calls have replaced Happy Hour and other team meetings. It goes without saying that this option is also the most popular for celebrating the holiday party with colleagues. To mark the occasion, why not call on professional animators to entertain your employees? Get in touch with comedians or inspirational speakers to bring life to your online calls. Virtual DJs are also a fun option to consider. For the little ones, you can even bring in a virtual Santa Claus (maybe a member of your team will volunteer) and then mail the gifts to add some magic to your celebrations.

You could go one step further and organize a game night or a virtual scavenger hunt that will leave your mark on your team. If you’re in the province of Quebec, we recommend contacting Randolph, L-A Twist, or TBMOQ (Team Building Montreal, Ottawa & Quebec), who can manage the whole ordeal for you.

Organize at-home gourmet meals

Getting together at a restaurant just doesn’t seem like a possibility this year. However, with a little inspiration, you can create a dining experience that your employees can share together, regardless. You could have meal boxes or mixology boxes delivered right to your employees’ homes. You could then have an online dinner to enjoy the meal together, and even reward the person who prepared the recipe the best. Here are some great businesses that offer this kind of service:

Have gifts deliverered to your employees

Your reservations for rooms, restaurants or catering services have certainly been cancelled. Why not use that budget towards gift baskets for your employees? Choose local products that will please your colleagues while supporting small local businesses in these tough times. Here are some ideas for your shopping:

Go behond material rewards

The budget allocated to holiday celebrations is often substantial. This amount can be used to offer particularly attractive benefits to your employees. If your situation allows it, you could give additional days off during the holiday season. If you buy gift cards for more than $5,000, Germain hotels will give you 20% more. Why not offer a getaway to each of your employees? After this hectic year, they will certainly be thankful for it.

Survey your employees

Ultimately, the ones who are in the best position to tell you how they would like to celebrate the holiday season are your employees! Ask them for their opinion and you might discover some innovative ideas that will truly make them happy.

5 Steps to Manage Difficult Conversations at Work

A colleague makes an inappropriate comment. An employee confesses a serious mistake or you notice them making one. The performance one of your team members is declining. These are all situations where you have no choice but to address the problem. Engaging in difficult conversations at work that can lead to conflict is far from easy. That said, showing leadership and building a relationship of trust around negative behaviour is possible!

The following steps will help you turn these difficult situations into a learning opportunity.

1. Prepare

The first thing you absolutely shouldn’t do is start such a conversation when you’re feeling emotional. Your first instinct might be to respond quickly, but in these cases, taking a step back from the situation can prevent communication mishaps and will allow you to remain in control of the situation once your discussion begins.

Start by preparing an opening sentence in which you clearly and concisely explain what the problem is. Use concrete examples and, if possible, numerical data that illustrates the problem you want to solve or the behaviour you want to change.

While being factual is important, don’t completely disregard the emotional side of the exchange. Explain how the situation affects you or your colleagues. Are you worried? Is your team less motivated and more anxious? Are your customers feeling nervous? Sometimes people behave in a certain way simply because they don’t see how their behaviour affects those around them. An outside perspective on their behaviour can become an additional source of motivation for change.

Finally, plan your meeting. No one likes to be confronted by surprise. By choosing a specific date and time, you reduce the uncertainty surrounding an already delicate situation and reduce the chances that the person feels defensive.

When you invite this person to meet with you, stress that you want to have a constructive dialogue and are not looking for punishment or to lecture them. Before they even sit down with you, your colleague should feel that they will be listened to and that they will have a chance to be heard.

2. Listen

Once you’ve presented the situation and expressed your point of view, give the person you meet the opportunity to speak freely. Some will find it easy to express their point of view quickly. Others may take refuge in silence. In either case, ask open-ended questions and pay attention to the answers.

Don’t listen just to respond. Listen to gain understanding.

Be curious and keep an open mind. Your goal is to encourage discussion. Even if you don’t agree with what’s being said, don’t react negatively. Let the other person speak to avoid them harbouring feelings of frustration that will hinder the productivity of your discussions.

3. Recognize

The third step is the ideal opportunity for all managers to practice their empathy. Recognize and validate the views and feelings expressed by the other person. This doesn’t mean that their behaviour is excused or that you condone the way they act and think.

To validate what another person is saying, rephrase what they’ve said and make sure you’re interpreting their words correctly. Your goal is to understand how the situation was perceived differently and what their motives are for specific behaviours. This step will allow you to both decrease possible hostility from the person you meet while gaining an idea of how you might resolve the problem.

4. Express yourself

You’ve introduced the situation. In turn, your colleague has had the chance to express their point of view, which you’ve recognized. Now is your turn to speak. Your main objective is to clarify the situation. Be confident and present the nature of the problem with sensitivity and precision.

Remember that inappropriate remarks or comments or counterproductive behaviour hurt the whole team. As a manager, it’s your duty to protect your colleagues. So don’t minimize the consequences of problematic behaviours.

Now that you have the perspective of the other person, you can incorporate it into your description of the situation. This will allow you to draw a more accurate and concrete portrait of the problem while proving that you’ve listened to the arguments presented.

5. Resolve

Every difficult conversation must end with a solution. Together, build a long-term action plan that will ensure that the problem doesn’t happen again. Deciding together on the concrete actions to be taken will increase the chances that your colleague will implement them quickly and effectively.

If the issue was performance-related, choose a date when you can assess how the situation is evolving.

Finally, thank the person for their time and openness and invite them to contact you if they’re having difficulty resolving the situation as agreed. Your goal is to show that you’re not there to punish them, but rather to help them improve.

Once your conversation is over you can also congratulate yourself. Difficult discussions are far from pleasant. On the other hand, they’re a golden opportunity to practice the key skills necessary to being a good manager: planning, active listening, empathy and problem solving. Each complex conversation, as unpleasant as it is, allows you to improve and approach the next one with more composure and ease.

Sources:

https://www.officevibe.com/blog/difficult-conversations-at-work

https://www.forbes.com/sites/ashiraprossack1/2018/10/28/how-to-have-difficult-conversations-at-work/#277e2b5110b7

 

Remote Work: Tips for Managers

Remote work is a practice that offers many advantages for both employees and their employers. Among its benefits, we note improved productivity and creativity, as well as high satisfaction and engagement rates. However, this option, which is offered by a growing number of companies represents a new challenge for managers. It is not easy to mobilize and motivate teams without seeing them on a daily basis, while ensuring that the job is truly done.

In this article, find 4 tips for stress-free management of your remote work employees.

#1. Think about remote work during your recruitment process

A new dimension to consider and assess when interviewing candidates is how comfortable they are with working from home. When you recruit for a position that requires frequent interactions with clients, you will obviously look for people who naturally have excellent interpersonal skills. In the same vein, if you want to hire people who work remotely, make sure they have the qualities that will allow them to excel in this type of position.

To ensure this, ask them questions about the work environments in which they have felt most fulfilled versus those that have been more problematic for them. If they have any such experience, ask them to tell you about their time as a self-employed worker or their role in teams whose members were scattered geographically. If possible, you can also ask them to complete a simple task related to their position. This will give you the chance to see how they do their job without supervision, how they seek and share information, and whether they are able to meet deadlines.

Finally, pay close attention to the candidate’s values. It’s important that these be aligned with your company’s culture. This is because employees working from home typically have very rare opportunities to “absorb” your culture in person. So, from the start, make sure your codes of conduct and values coincide.

#2. Supervise with respect

One of the most common questions and fears about remote work is, “How do you know for sure that employees are actually working?” The answer is simple: you can’t know. But really, you can’t know for sure that everyone in your office is equally focused on their professional tasks either. Someone sitting in front of their screen in your 9 to 5 office can just as easily spend their time entertaining themselves on the Internet.

Any working relationship is based on mutual trust. If you need to manage people remotely, resist the urge to check up on them continuously. When you call them without warning, you may interrupt their work flow and slow them down. Even an interruption of a few minutes can negatively impact their productivity for the day. Make sure you have scheduled times where you will discuss each other’s progress and expectations. Outside of these times, ask your employees about when and how they prefer to be contacted.

#3. Schedule face-to-face time and meetings

One of the drawbacks of virtual work is that it’s difficult to spontaneously exchange ideas, advice and learnings. Creating synergy within teams is also more complex. To overcome these difficulties, it’s essential to schedule regular times when your employees can interact. The goal is not just to follow up on tasks, but to create a moment for team building and maintain your company’s vision. Meetings are also the perfect opportunity to create momentum and enhance the team’s morale. For example, you can invite each person to share a small or big success of their week. This can be a learning opportunity for everyone and a way to show your team that you value them.

When planning your calls, also consider offering the possibility to join the call via video. Seeing the faces and expressions of your employees improves communication while providing you with an opportunity to take stock of your team’s morale.

#4. Take isolation seriously

No matter what their personality, all human beings need some level of social interaction in order to be successful. For remote workers, there are no impromptu friendly chats around the coffee machine. Loneliness can become overwhelming for some employees. In addition to affecting their productivity, isolation can also affect the morale and overall health of your colleagues. Other consequences of loneliness or isolation are burnout and a desire to leave the company outright.

As a manager, you have the chance to make a difference by making sure that your communications with each member of your team are as warm as possible. Beyond discussing their professional life, consider having chats about random subjects with them. It will also allow you to build more solid and lasting relationships with the people around you.

Another good practice is to build and nurture communities outside of work. Try to find a common interest among your team members. It could be going to the movies, meeting at karaoke, or getting together for some good wine once a month. Professional relationships are above all human relationships. They require trust and kindness, and they need to be nurtured.

 

Sources:

https://www.fastcompany.com/90289857/how-the-era-of-the-remote-worker-complicates-management?partner=rss&utm_source=rss&utm_medium=feed&utm_campaign=rss+fastcompany&utm_content=rss?cid=search

https://www.fastcompany.com/90263240/5-best-practices-for-managing-a-remote-team?partner=rss&utm_source=rss&utm_medium=feed&utm_campaign=rss+fastcompany&utm_content=rss?cid=search

https://www.fastcompany.com/90240532/how-to-make-your-remote-workforce-feel-appreciated?partner=rss&utm_source=rss&utm_medium=feed&utm_campaign=rss+fastcompany&utm_content=rss?cid=search

Salary Negotiation: 4 Expert Answers to your Most FAQ

If you’re currently looking for a job or if you’re in the process of recruiting, you also know that you won’t be able to avoid the question of compensation. If thinking about salary negotiation is a source of anxiety, or if you just want to put the odds in your favour, the answers to the following questions should help you gain some clarity.

When is the best moment to start the discussion about salary?

You’ve applied to a position where the salary was not posted or you’ve been contacted for a job but have no idea about the salary being offered. In both of these situations, your curiosity is likely piqued and you’re wondering when you’ll finally be able to access this valuable information.

Should you take the lead and ask the question directly? It all depends on your situation. If you were contacted by a recruiter, you can ask them for more salary information immediately. If your salary expectations and the employer’s salary scale are drastically different, continuing the discussion will lead to nothing. But don’t close the door fully… yet. You can always let recruiters know that you’re open to similar positions with different pay.

If you’re in contact with an employer directly, avoid discussing salary during your first interview.

On the one hand, it gives the (bad) impression that pay is your primary source of motivation. Most employers rightly want employees who are passionate about their job and believe in the mission of the organization. If a recruiter thinks pay is the only reason for your application, you probably won’t be included in the next stage of recruitment.

On the other hand, by approaching the salary issue too quickly, you reduce your wiggle room in the future. So don’t reveal your hand too early or you risk losing your leveraging power. Generally speaking, if you’re called for a second interview,  you can start asking about the offered salary.

What’s the best way to approach salary negotiations during an interview?

When it comes to interviews, nothing beats great preparation. The same goes for your salary negotiation. To increase your chances of leaving the conversation satisfied, start by knowing your numbers.

The first thing to do is to conduct a search on sites like GlassDoor, PayScale or Monster. You’ll get an average of the salaries received by people in your area with similar experience who are currently in a similar position to the one you’re aiming for.

After this initial step, if you can, feel free to survey your surroundings. Asking financial questions is always tricky. However, if you explain your situation to people in your professional circle (former colleagues, mentors, etc.), they’ll most likely open up about their current salary. This information will allow you to further specify your expectations.

Don’t stop there. Don’t hesitate to connect with recruiters who know your industry. These people are in the best position to give you a clear and realistic idea of ​​how much you can expect.

One last tip: take your time. If you feel like you don’t have enough information to communicate your expectations to recruiters, tell them you need some time to think it over. Once you name the amount, you won’t be able to go back. Don’t sell yourself short! This will only complicate future negotiations.

Should you reveal your previous salary?

In the United States, more and more states are prohibiting recruiters from asking applicants for their previous salaries. Studies have shown that sharing this type of information contributes to, among other things, maintaining pay inequalities. In addition, revealing your previous salary may prevent you from getting a salary increase in the future.

If an employer or recruiter asks you this question, you might want to play the confidentiality card. Because it’s not always easy to do, here are some sample sentences you can use to get around this thorny topic:

“I’d appreciate it if you could show me the salary scale you’re offering based on what you’ve budgeted for.”

“I’d like to learn more about the position so that I can give you a relevant estimate.”

“This position is not exactly the same as my previous position. So I don’t think we can compare.”

What weight does salary have when it comes to job satisfaction?

You’re now equipped with several tools and strategies to get the salary you want. However, in some cases you may be faced with a dilemma: the position you’re offered is ideal, but, for financial reasons, the company can’t provide the compensation that meets your expectations.

The decision whether to accept this job offer is affected by your financial situation. Beyond your obligations, certain factors must be considered, including the impact of your salary on your future job satisfaction.

A growing number of studies, such as the one conducted by Forbes in 2018, show that salary is no longer the primary criterion for employee happiness. Flexibility, the ability to complete tasks without close supervision, and the ability to find meaning in one’s work are among the things that would help people thrive, according to another study conducted by Mercer.

Some companies concerned with the well-being of their employees are implementing programs aimed at increasing job satisfaction. Among other things, the possibility of remote work, longer than average holidays, access to a gym as well as daycare services and cleaners. All of these initiatives reflect a type of corporate culture where positive impacts go beyond wages.

This research proves that money doesn’t buy happiness. So be sure to negotiate skillfully, but: if your dream job is there in front of you, maybe don’t let the pay stop you.

 

Sources:

https://lansingbusinessnews.com/business-news-today/2019/04/job-satisfaction-goes-beyond-salary/

https://www.inc.com/jt-odonnell/2-reasons-why-asking-about-salary-in-first-interview-is-a-big-mistake.html

https://www.forbes.com/sites/alankohll/2018/07/10/what-employees-really-want-at-work/#1513e9db5ad3

https://www.mercer.com/our-thinking/career/global-talent-hr-trends.html

https://www.huffingtonpost.ca/entry/cities-are-outlawing-one-job-interview-question-to-fight-the-wage-gap_n_58e294a4e4b0d0b7e1639033

 

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